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How To Conduct a Call Center Performance Audit: A to Z

Change Management: People, Process and Technology

New technologies accelerate both the capabilities and demands for change, including faster communications, more detailed and timely information about customers, and more precise measurements of cost and quality. However, the need to optimize the triad of people/process/technology is necessary in order to maximize the return on investment for implementing state-of-the-art technology and process. Many times companies get caught up in buying the best technology available. They find later that not only are the bells and whistles not being used, but also the basic functionality of the system is not being fully utilized. A comprehensive change management program is required to guide change in the workplace. More information on this can be found in Appendix A: The Demand Generation Seminar, and in Appendix B: Evaluating Readiness for Change and Conducting Client Interviews.

A change management program looks at:

  • assessing the readiness and capability of the employees to change the way they do their work

  • gaining management support to supply the needed training, in terms of budget and schedule

  • creating a communication plan around the time line and the changes to the technology and workflow processes

  • outlining the current processes that the technology supports and mapping the process that new technology would create

  • creating an implementation plan and schedule to realistically transition legacy systems to the new system and running the old systems in parallel for a period of time to ensure seamless transition

  • creating a lessons-learned process so that once the new system is running, improvements and updates can easily be made and employees can be trained on the changes

What Works Now

Most industries are in a period of global over-capacity. As consumers vote with their dollars, many companies are thrust into survival mode. This is especially true of those who were successful under the old rules. They carry the baggage of “what used to work,” even though “it” no longer does. They are in the habit of focusing on internal issues, not the customer. They hold onto both a culture and processes based on outdated models. In order to prosper, they must re-engineer and change the way they do business, not only to be cost efficient, but market-driven and effective.

Thus, nimble companies are growing rapidly as a result of listening to customers and serving their needs, often one customer or segment at a time. They grow by allowing employees (a) the freedom to stay close to the customer, and (b) the ability to quickly react to customer needs (empowerment). A pattern of success is emerging.

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